The profit factor: how corporate culture affects a joint venture

Abstract

᭹ Cross-sector joint ventures offer the chance for new business strategies and might help to solve global challenges like the climate change.᭹ This case study analyzes a cross-sector joint venture between an organization from the profi t and non-profi t sector. ᭹The challenges and opportunities of this cooperation are revealed using a qualitative research approach. ᭹ Guidelines for a successful cross-sector cooperation are delivered.were rarely considered in the research literature (Rundall, 2000;London et al., 2004London et al., , 2005Chao, 2005).Gunn (2004: 5) provided a descriptive, general overview of the different possibilities of cross-sector cooperation, as shown in Figure 1. He identifi ed three sectors: fi rst, the for-profi t sector; second, the public sector; and third, the non-profi t sector. According to Gunn (2004), these sectors were not static or considered to be a close system for themselves. On the contrary, he argued (2004) that in practice there is a movement of resources between the sectors and hybrid organizations -which is indicated by the overlapping circles, and incorporates features of two and even three sectors.In applying Gunn's diagram, this research focused on the area 'a', where organizations from the non-profi t and profi t sectors cooperate in such a way that they establish a crosssector joint venture. London et al. (2004) highlighted that little is known about the hybrid sector where profi t and non-profi t organizations work together, and Millar et al. (2004) argued in the same way that sparse knowledge was available.

Competency Requirements for Managing Public Private Partnerships (PPPs): The Case of Infrastructure Projects in Jordan

“…In the PPP literature, very little research was found to provide details about the type of prior knowledge/experience needed to effectively manage PPP projects, in response to Bach and Whitehill (2008) and Noble and Jones' (2006) call to explore the requirements for the kinds of experiences needed for more effective PPP management. In this research, prior experience and knowledge in managing similar PPP projects was found to be one of the important factors that improved the abilities of the PPP managers to effectively manage their PPPs.…”

“…In essence, this research has provided a wide-ranging account of the type of competency and expertise required for the effective management of the PPPs that was not available in the PPP literature. It has responded to Bach and Whitehill's (2008) and Noble and Jones' (2006) call to explore the management expertise and competence needed in multi-organisational settings. Thus, this research adds to the 9Cs that Acar et.…”

“…To answer these questions, Acar and his colleagues suggested that empirical research is needed to explore the precise set of skills, values and attitudes that managers display in such settings. Also, Bach and Whitehill (2008) and Noble and Jones (2006) agreed that further research is needed to explore the requirements of the effective PPP management practices, the kind of skills, experiences, and knowhow the staff need, and learn new and different methods of managing in a cooperative inter-sectoral relationship settings. Jones and Noble (2008) also noted that managers "may need to change their managerial style and mindset to enable them to cope with a PPP's unique environment" (p. 113).…”

Profiting from the best of both worlds

“…This review is based on ''Branding in the non-profit context: the case of Surf Life Saving Australia'', by Mort et al (2007), ''Delivering on the promise of nonprofit'', by Bradach et al (2008) and ''Profit factor: how corporate culture affects a joint venture'', by Bach and Whitehill (2008).…”

How do institutional logics evolve over the merger process? A case in the public–private urban planning sector

“…In 2015, an all‐time record for mergers and acquisitions (M&As) was set, with nearly $5 trillion in deals. The failure rate of M&As nevertheless remains high (Bach & Whitehill, ; Hussey, ) and scholars continue to look for explanations (Schweizer, 2005). One explanation that stands out is the incompatibilities between organizations.…”